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Understanding employee attitudes to change in longitudinal perspective

Understanding employee attitudes to change in longitudinal perspective Purpose – The purpose of this paper is twofold: to understand how and why employee attitudes to change might change over time; and to demonstrate what type of research might best capture this change. Design/methodology/approach – The paper brings together three studies of the same organization, conducted at different times by the same researchers. Findings – Employee attitudes to change in the three episodes are portrayed in terms of the assumptions that seem to underpin them. The first episode is characterized by a challenge to the basic assumptions employees have about their work; the second, by a fragmentation of assumptions according to sub-group; and the third, by the confirmation of a new set of assumptions about what work involves. Research limitations/implications – The paper concludes that fieldwork of a longitudinal nature is something quite rare, and its incorporation into research design needs to move beyond dealing with it through an uneasy combination of retrospection and extended organizational exposure. Originality/value – The paper provides a rare and valuable account of how employee attitudes to change might change over time. The research design on which it is based, though fortuitous in nature, overcomes a number of the weaknesses of more conventional studies in this area. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Qualitative Research in Organizations and Management: An International Journal Emerald Publishing

Understanding employee attitudes to change in longitudinal perspective

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
1746-5648
DOI
10.1108/QROM-01-2013-1127
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is twofold: to understand how and why employee attitudes to change might change over time; and to demonstrate what type of research might best capture this change. Design/methodology/approach – The paper brings together three studies of the same organization, conducted at different times by the same researchers. Findings – Employee attitudes to change in the three episodes are portrayed in terms of the assumptions that seem to underpin them. The first episode is characterized by a challenge to the basic assumptions employees have about their work; the second, by a fragmentation of assumptions according to sub-group; and the third, by the confirmation of a new set of assumptions about what work involves. Research limitations/implications – The paper concludes that fieldwork of a longitudinal nature is something quite rare, and its incorporation into research design needs to move beyond dealing with it through an uneasy combination of retrospection and extended organizational exposure. Originality/value – The paper provides a rare and valuable account of how employee attitudes to change might change over time. The research design on which it is based, though fortuitous in nature, overcomes a number of the weaknesses of more conventional studies in this area.

Journal

Qualitative Research in Organizations and Management: An International JournalEmerald Publishing

Published: Mar 9, 2015

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